Kein Folientitel

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ROCAwww.roca.es
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Structure
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Product Offer Everything for the complete
bathroom

• sanitary ware
• furniture
• bathtubs / shower trays
• shower enclosures
• whirlpools / multifunctionals
• taps
• accessories
• tiles
• Withdrawn from heating and air-conditioning

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Due to flat core markets and the digestion of
Laufen our growth stopped after 2000
Note PF Pro Forma
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The true core of our Group, Roca Sanitario, has
an EBIT margin on industry benchmark level
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World-wide CSW production
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Cost leader in CSW
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N 3 in the world market
Total value as basis 5,2 billion Euro (ASP)
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N 3 in Europe
Total value as basis 2,2 billion Euro (ASP)
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Actual Strategy
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Strategic Goal
To overtake Kohler and American Standard to
become the world wide market leader in the
bathroom business
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Actual Strategy PRODUCTS

• concentration on the bathroom business
  (divest all other product fields)

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Actual Strategy BRANDS
Main brand - world-wide - entire product spectrum
Positioning Functionality and Quality
Main brand for central Europeconcentration on
CSW
(but also bathtubs, shower trays and
furniture) Positioning Design and Quality
Regional brands with high market share in their
region
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Actual Strategy MARKETS

• core markets (ES, PT, CH, AT)
• to hold the high market share in CSW at least
  constant and to diversify in other bath
  product categories
• target markets (FR, DE, NL, IT and UK)
• to enter in these markets via price-aggressive
  offers in the project business (e.g. in F) or
  in the DIY (e.g. IT, F) or
• via acquisition of a company (e.g. in IT)
• potential markets (East-Europe, Asia, Russia)
• build up production capacities in coming or
  new markets or buy regional market positions
  by acquisition of attractive regional brands

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S W O T(only Roca team)
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• Strengths
• Management
• International-minded
• Ability to handle big (Laufen) and parallel
  acquisitions
• Brands
• high brand awareness in core markets as ES, PT,
  CH, AT
• strong regional brands in CZ, SK, BG as well as
  ES and PT
• Product range
• strong position in the Professional segment in
  the core markets
• Markets
• one sales force selling CSW, furniture, taps,
  bathtubs
• Production
• international production in low cost countries
  (cost-leader!)
• good allocation geographically
• General
• independent company
• high profit margin and funds from divestments
  allow further acquisitions / international
  product development and communication investments

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• Weaknesses
• Management
• Lack of focus outside CSW (e.g. loss of Ariston
  market shares)
• Brands
• brand ROCA is very product orientated, no
  lifestyle and emotion for the products used in
  the showroom business
• Product range
• no international design taste in the ROCA range
• weak position in premium segment and Wellness
  offer
• Markets
• weak position in important CSW markets like DE,
  UK, I

• Strengths
• Management
• International-minded
• Ability to handle big (Laufen) and parallel
  acquisitions
• Brands
• high brand awareness in core markets as ES, PT,
  CH, AT
• strong regional brands in CZ, SK, BG as well as
  ES and PT
• Product range
• strong position in the Profi segment in the core
  markets
• Markets
• one sales force selling CSW, furniture, taps,
  bathtubs
• Production
• international production in low cost countries
  (cost-leader!)
• good allocation geographically
• General
• independent company
• high profit margin and funds from divestments
  allow further acquisitions / international
  product development and communication investments

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• Opportunities
• Markets
• good attack position for high potential markets
  such as East-Europe, USA and Asia
• attractive markets for high profit margins and
  good volumes in Europe like DE, UK, IT, Benelux
  and Scandinavia
• Production
• use low-cost production facilities for Profi and
  Mainstream segments
• Distribution
• attractive for world-wide distributers because of
  ubiquity
• Communication
• opportunity now to build brand in terms of
  communication as basic abilities are solid

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• Opportunities
• Markets
• good attack position for high potential markets
  such as East-Europe, USA and Asia
• attractive markets for high profit margins and
  good volumes in Europe like DE, UK, IT, Benelux
  and Scandinavia
• Production
• use low-cost production facilities for Profi and
  Mainstream segments
• Distribution
• attractive for world-wide distribution because of
  ubiquity
• Communication
• opportunity now to build brand in terms of
  communication as basic abilities are solid.

• Threats
• Competitors
• strong final consumer brand VB and Duravit
• strong position of AS and Kohler in USA and Asia
• Distribution
• Entry of international wholesale groups (e.g.
  Wolseley, Saint Gobain) on Iberian market with
  own preferred suppliers
• Legal
• Legal action against trade policy of tying trade
  in Spain (Roquistas)

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Future Strategy To be definedStrategic
goalsBrandsCommunicationDistribution
LogisticsStrategic Alliances